proyecto exitoso successpro inglés

SUCCESSPROAsesoría y Consultoría para proyectos exitosos

THE WAY OF SUCCESSFUL PROJECTKEY ASPECTS

2015

SUCCESS AND FAILURE

Project Successful

eeer

Society

Project

sSuccess

effect impact

relevance Sustainability

cost Quality

time

Project Governance – Strategic Performance (Operative Phase)

Project Management.- Tactical Performance (Project Execution)

Project Tactical Success

Success

Project Fails

Mistakes

Project Formulatio

n

Objectives and Scope

Assumptions

PlanningExpectatio

ns

Information

TecnologyEstimation

Studies

Stakeholders

ManagersTeam Work

Risk Manageme

nt

MEGAPROJECTS RESULTS

Megaprojects Successes and Failures

100 billinv Industrial Megaprojects Edward W. Merrow

Minerals Successes and Failures

Project Director Turnover

Success Key Aspects

Keys of Success

Reading Signs and

realignment

Business and Project

Knowledge Working Team Selecction and Organization

Risk and ClaimManagement Strategical

and Tactical Success

PEP Definition

Scope Change and Control

Complete FELStakeholders

Involvement and Comminment

Communication , Integration, Control, follow up and Team Work

CHISCOM

Stages versus Value ContributionVa

lue

Impa

ct P

oten

tial Cost of Adding Value

Pre Inversional

InversionalExecution

Operation

Closure

Business P

laning

EPCM Stages Cost Impact

Integration of Planning and Execution

KICK OF MEETING

KEY DOCUMENTS

REVIEW

PLANNINGADAPTATION

DOCUMENTSUPDATE

IMPROVED COORDINATIO

N

BASIC COLABORATIO

N

RESOURCESRE

ESTIMATION

INTEGRATED PLANNING

AND EXECUTION

FEEDBACK

RISK WORKSHOP

PROJECT PRESENTATIO

NTO TEAM AND STAKEHOLDER

S

Project Execution – Success Keys

ProbabilisticPlanning

SubcontractorIntegration

Remote Collaboratio

nManaging

Bottlenecks

CapacityManagement

DeliveryPromising

ScheduleRisk

Date Management

FunctionalAlignment

Control Work in Process

Collaborative

ExecutionPriorityControl

Integrated Plannig and Execution

Improved Coordination

Basic CollaborationVisibility, Uncertainty and Capacity

Control the Work – Intelligent Execution –Release Capacity

Project Goverment

Project Management

© Bechtel | 14

Execution

Supervision Warranty

Directive ComiteeExecutive

External Advisor

Material SupliersEquipmentManufactorers

Contractor EPCOwner’sEngineering

Consultores Subcontractors

Project Sponsor

Project Manager

FunctionalLeaders

Contract and Procurement

Not to choose the cheapest option

Detailed knowledge of the prime contract

Knowledge of the building place and the available resources

Negotiation capacity

Contracts and Procurement Scope

Contracts and Procurement strategy selection

Capacity to assume risks

Awards and penalties

Forms of payment

Contract Strategy

Contract Strategy Selection

© Bechtel | 31

Establish Project Parameters, including scope, cost and program

Establish a scope when being contracted versus execution by the owner

Evaluate Organizational Options(EPC ,EPCM ,Multi-Prime-BOT)

Evaluate Price Options(Total Sum, cost+incentive)

EvaluateAwardOptions

SelectionContractStrategy

Choosing Appropiate Construction Contracting Method, Christopher M. Gordon, ASCE

RISKS MANAGEMENT

MANAGEMENT

Risks and Opportunities Identification

Assesment

Estrategical

Follow Up and Control

Lesson Learnt Application

RESPONSIBILITY

FEL 1 Owner

FEL 2 y 3 Owner and Design Contractor

Execution. Owner, Design and Construction Contractors

Long Term Owner

RISK DEFINITION – REAL EVENTS

RISK DEFINITIONExperience

AnalysisSimulation

MATERIALIZED RISKS TURBULENCE ZONE

REAL EVENTSLack of Information

MistakesEmerging Process

MAIN RISKS IN PROJECTS

AMENAZASAL

PROYECTO

Political Regulations

Changes

- Environmental

Permits- Risks of Nature

- Comunities

Commodities Price

Market Risks

- Project Results

Lack of Criticla Resources- Funding

- Technicals and

Operationals- Water and

Power Energy

Stakeholders Expectatives

Riesks of Project

Completion-

- Changes and Claims Managemen

t- Estimation

Fails

- Managemen

t TeamRisk

Allocation

EXTERNAL

INTERNAL

COST AND SCHEDULE CONTROL

Cost Save

Cost OverrunAs it should have been

Stategic Understimation

As it was

Time

Cost

FEL Execution

Cost Estimate – Actual Expenditure

Revenue Estimate - Actual Revenue

Revenue Estimate

Revised Estimate

FEL Execution Operational Phase

Strategic Overstimation

Actual Revenue

COST AND SCHEDULE CONTROL

Rebound Effect

Scope Change Stakeholder

sExpectative

s

Cost Overrun

Information OverloadClaim Control

and Solution

Schedule Spillage

Cultural Differences

SUCCESSPROAsesoría y Consultoría para proyectos exitosos

THE WAY OF SUCCESSFUL PROJECTKEY ASPECTS

2015